Progress Report 2019 - Consult Australia
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Progress Report 2019
CONSULT AUSTRALIA MALE CHAMPIONS OF CHANGE 2019
Todd Battley Malcolm McDowall Peter Chamley Louise Adams
CEO, Australia CEO, Australia Pacific Chair, Australasia MD, Australia &
and New Zealand Arcadis Arup New Zealand
AECOM Aurecon
Peter Massey Ian Ball Will Wright Phil Duthie
MD & CEO CEO & MD MD GM – Australia
Calibre Cardno Douglas Partners & New Zealand
GHD
Patrick Hill Jamie Shelton Matthew Harris
Senior VP & GM APAC, CEO MD
Buildings & Infrastructure Northrop Rider Levett Bucknall
Jacobs
Paul Gardiner James Phillis
MD, Australia & NZ and CEO Australia
APAC Regional Manager & New Zealand
SLR Consulting SMEC
Consult Australia Male Champions of Change (CA MCC) is a network of 13 Chief Executives and Managing Directors working
collaboratively to increase the representation and influence of women within our firms and across the Built Environment.
We hold ourselves and each other to account through a rigorous, measurable best practice approach.
CA MCC is a member of the Male Champions of Change, a coalition of CEOs, secretaries of government departments,
non-executive directors and community leaders. The Male Champions of Change believe gender equality is one of the nation’s
most significant societal and economic issues. Established in 2010, by then Australian Sex Discrimination Commissioner
Elizabeth Broderick, our mission is to step up beside women to help achieve a significant and sustainable increase in
the representation of women in leadership. For more information www.malechampionsofchange.com
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 2
ADVANCING WOMEN IN THE BUILT ENVIRONMENT
The Consult Australia Male Champions of Change (CA MCC) is a network of leaders representing 13 firms in the Built
Environment who have come together to increase the representation and influence of women across the industry.
The Champions lead change within their organisations through a broad range of local and global best practice initiatives
(see pp 14-15).
Collectively they are working on four key focus areas that are particularly relevant to the industry and essential to long-term
success:
• Increasing Women in Leadership: Sponsorship
• Co-Creating Inclusive Workplaces: Authentically Engaging Men
• Attracting Women to STEM
• Creating the Conditions for ‘Targets with Teeth’
The 2019 Progress Report describes the outcomes that have been achieved this year as well as next steps on the journey to
full and sustainable workplace gender equality.
As Convenor of the CA MCC, I would like to acknowledge the dedication and commitment of our Champions, the 19,000 plus
employees and their families, customers, suppliers and communities whose stories make what we are doing meaningful.
Witnessing the commitment of industry leaders to gender diversity and inclusion
is very empowering, particularly for a female first-time CEO like myself.
The CA MCC is not only a catalyst for change but is also about building a
network of support to stay the course to achieve equality.
It’s more than just having policies in place; it’s about changing mindsets through
committed programs of engagement. In openly sharing the CA MCC progress
we can monitor, challenge, learn, and celebrate.
Nicola Grayson
CEO
Consult Australia
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 3
FOCUS AREA
Increasing Women in Leadership: Sponsorship
Key Challenge
Conscious and unconscious bias and limited access to influencers and
networks contribute to the underrepresentation of women in senior roles.
Action Taken
Recognising that diversity in leadership leads to better financial and team
performance, three CA MCC firms (AECOM, GHD and Jacobs) trialled a
Next Steps:
sponsorship program for high potential women in 2018. In 2019-20, five additional firms - Arcadis,
Aurecon, Arup, Northrop and SMEC –
The 12-month program included curated learning modules and reflective
have, or will introduce a formal sponsorship
activities designed to build empathy and understanding between Sponsors
program as a means of increasing women’s
and Sponsees and provide a platform for high quality discussions to activate
representation in the most senior roles.
the role of the Sponsor and progress the career path of the Sponsee.
The outcomes were positive:
• 78% of women participants said the program ‘de-mystified’ what senior
leaders do in their organisation and they felt more likely to put their hand
up for the job if the opportunity arose.
• 80% of sponsors said the program gave them a clear vision of the gender
equality legacy they want to leave in their organisation.
I am proud of our local and global progress on gender balance at Jacobs in 2019 which has seen
a steady growth in women in management across Australia and New Zealand and a significant
increase of women on our global Board. We have also seen a substantive growth in the number
of men taking parental leave over the last three years. Our Jacobs’ Chair and Global CEO, Steve
Demetriou also became a Male Champion in 2019, and together we continue to be committed and
accountable for change in our workplace and industry.
Patrick Hill
Senior VP & General Manager APAC,
Buildings & Infrastructure
Jacobs
As a business committed to seeing all our people reach their full potential, we have made significant
advances in removing gender bias and supporting the progress of women at Northrop.
While there is much to be done, including a need for more women in senior roles, we are starting to
see the business benefit from improvements in gender equality and inclusion.
I feel encouraged by our early progress and I’m buoyed by the support of male managers across Northrop.
Jamie Shelton
Chief Executive Officer
Northrop
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 4FOCUS AREA Co-Creating Inclusive Cultures: Authentically Engaging Men Key Challenge Lack of senior female role models, informal performance reviews and exclusive ‘boys club’ culture are commonly cited reasons women leave STEM industries. Action Taken Recognising that most senior male leaders and managers have had limited opportunity to deeply explore the systemic and cultural barriers impeding women’s progress, Consult Australia Male Champions set out to raise awareness amongst their teams and invite their participation in co-creating solutions. Half-day workshops. hosted by the participating CEO, explored the source and impact of conscious and unconscious biases, socialised behavioral Next Steps: differences and traditionally male workplace cultures. With the benefit of greater understanding, leaders proposed, and personally committed to In 2019-20, AECOM, Jacobs and SLR will actionable solutions to create more equitable and inclusive workplace introduce the Engaging Men program or practices. CEO’s hosted quarterly follow-up sessions to track progress and equivalent. provide ongoing support. Since 2017, six firms have participated in the Engaging Men program – Arup, Arcadis, Douglas Partners, GHD, Northrop and SMEC. The outcomes have been positive: • Participants reported a deeper appreciation of, and personal commitment to supporting diversity initiatives including recruitment and promotion targets, unconscious bias training, flexible work options and pay gap audits. • There was an increase in manager-to-manager peer support to tackle prevalent challenges such as everyday sexism, recruitment of female candidates in a limited STEM pipeline; and addressing the stigma of men working flexibly or accessing shared care parental leave. What impresses and excites me most is the strong engagement of our people with the range of the diversity and inclusion initiatives we’re now undertaking at GHD. The appetite and support from our people and leaders for our most recent initiatives, particularly our Female Sponsorship and Engaging Men programs, has been really impressive. I am encouraged by our progress and shared commitment in this space while being conscious that ongoing leadership is required. Phil Duthie General Manager – Australia and New Zealand GHD CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 5
FOCUS AREA
Attracting Women to STEM
Key Challenge
Increasing the pipeline of women pursuing STEM careers.
Australia is losing the talent of women and girls at every stage of the
STEM education pipeline despite no innate gender differences. Gender
bias, stereotyping and other cultural issues are significant factors which
impact the participation of women and girls in STEM education, and
this begins at an early age. Some key statistics identified by Australia’s
Chief Scientist on bias, engagement and confidence issues include:
• Two thirds of children aged nine to eleven draw a man when asked to draw
a scientist.
• 66 per cent of female students in Grade 4 reported as not being confident
in their mathematics abilities (compared to 38 per cent of males) despite
having similar average performances in NAPLAN numeracy results. Next Steps:
• 33 per cent of 15-year-old females did not think mathematics would help In 2019-20, Consult Australia and Consult
them with later study and 24 per cent with getting a job (compared to Australia MCC firms will focus on designing
20 per cent and 16 per cent with 15-year-old males). and delivering an Industry/Education work
experience initiative designed to inspire
and support young women with an aptitude
in STEM.
Actions:
In response to the above, and with the support of CA MCC firms, Consult
Australia launched a ‘thought leadership series on the importance of STEM
education and a diverse and high-performing STEM talent pipeline to
Australia’s future. The first discussion paper, for release in August, focuses
on current STEM education challenges – analysing Australia’s current
performance relating to quality, uptake, and the diversity of participants.
Consult Australia with CA MCC firms also contributed to a number of initiatives
exploring cause and possible solutions to the gender imbalance: Science
and Technology Australia Roundtable; Women in STEM Decadel Plan;
Federal government’s Advancing Women in STEM strategy; and Victoria’s
State of Engineering Report. A preliminary review of gaps and opportunities
at the primary, secondary and tertiary level was also undertaken.
It is an exciting time to be starting my tenure leading Aurecon’s business in Australia and New Zealand.
Our focus on leadership, policies and culture, alongside targets ‘with teeth’ is delivering real progress.
I’m personally committed to be a visible leader who actively and strategically supports a growing
pipeline of engineers and increases the proportion of women choosing this critical industry to make their
mark. Our policies to support diversity are good for everyone – for example, innovative parental leave
and universal flexible work are transformative for us all.
Louise Adams
Managing Director, Australia and New Zealand
Aurecon
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 6FOCUS AREA
Creating the Conditions for ‘Targets with Teeth’
In line with the Male Champions of Change Guiding Principles, a rigorous
Critical Success Factor Framework (p 14-15) and global best practice,
Consult Australia Male Champions are committed to measuring progress
in creating gender diverse and inclusive workplaces and holding all
stakeholders to account.
In 2018, the Working Committee on Measurement and Accountability
identified the conditions necessary to ensure support throughout the
organisation:
• A well-informed CEO and senior leadership team who role model inclusive
behaviours and can clearly articulate the business case and their personal
reasons for supporting it.
•A cross-firm Diversity and Inclusion (D&I) committee which is well-versed
on the rationale for targets (and other enabling initiatives).
• Internal data—quantitative and qualitative—to identify and address ‘pain’
points and measure program effectiveness.
• Interventions to overcome both external and systemic and cultural barriers
(including but not limited to Unconscious Bias training; scholarships/
mentorships; Flexible Work Options; Shared Care Parental Leave and
advocacy to support the STEM pipeline).
• Marketing and communications campaigns to embed messages internally
and externally.
Currently, 69% of Consult Australia Male Champions of Change firms have
targets in place.
Table 1: CA MCC Firm Targets
Organisation All workforce Executive team Senior and middle Graduates
management
Target By Target By Target By Target By
AECOM 40% 2022 40% 2020 25% 2020 50% 2017
Arcadis 33% 2020 35% 2020 35% 2020 50% 2020
Arup 40% 2020 n/a n/a 25% 2020 50% 2020
Aurecon 40% 2021 50% Attained 30% 2021 50% Attained
GHD 40% 2020 25% 2020 25% 2020 50% 2020
Jacobs 40% 2025 28% 2022 28% 2022 50% 2022
Northrop 30% 2023 20% 2023 25% 2023 25% 2023
RLB 40% 2020 40% 2020 40% 2020 50% Attained
SMEC 27% 2019 11% 2021 15% 2021 35% 2021
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 7KEY ACHIEVEMENTS
Organisation Progress/Outcomes
• Continued to embed and promote FlexWork options across the business (91% of
employees feel they have the flexibility to fulfil both work and life commitments).
• Increased the uptake of paid parental leave, particularly amongst men (currently at
40%, an increase of 10% since 2018).
• Following a successful trial, rolled out a sponsorship program that seeks to
provide emerging female leaders with the networks, strategic alliances and
career opportunities to help overcome biases and systemic barriers to women’s
advancement.
• Firmly embedded gender diversity and inclusion priorities within the business strategy
and actively supported the broader industry through leadership participation at various
D&I leadership forums.
• Gender equality committee established from volunteers who serve as gender equality
ambassadors.
• Continued focus on gender pay parity through allocation of a separate budget which
has seen a decrease in the gender pay gap.
• Increased focus on STEM activities with schools and universities including STEM week
in August.
• Continued recognition as an Employer of Choice for Gender Equality by the Workplace
Gender Equality Agency (WGEA).
• Introduced paid leave and additional support for those experiencing domestic or
family violence.
• Progressed Australasia (Australia, New Zealand and Singapore) target of 40%
representation of women from 34% in 2017 to 38% in 2019, progressed target of 25%
women in leadership from 20% in 2017 to 26% in 2019, and achieved our 50% target
of women at graduate level.
• Embedded a shared care approach to support all staff as primary carers, and, piloted
a flexible working approach empowering staff to apply their work pattern across four
weeks rather than one week.
• Joined the WGEA Pay Equality Ambassador program and maintained WGEA Employer
of Choice for Gender Equality citation.
• Louise Adams appointed as Managing Director, Aurecon Australia and New Zealand;
currently she is the only female head of a global engineering consulting firm. Louise’s
executive team has a 50:50 gender split.
• Developed D&I KPIs within the performance framework of our senior leaders, live for
FY2020.
• Launched an evolution of our inclusive leadership development for senior leaders,
including immersive role play based on everyday scenarios.
• Experienced an increase in the proportion of men taking primary carer’s leave, from
7% before the introduction of the new parental leave policy, to 32% just 20 months later.
• Introduced paid parental leave.
• Introduced paid superannuation during period of unpaid parental leave.
• Executive Committee endorsed formation of Calibre D&I committee.
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 8• Conducted annual pay equity audit; created action plans to address pay gaps and
reduced overall pay gap by 32% in one reporting period. Published the GPG results
internally and externally.
• Launched Cardno’s Inclusion & Diversity strategy for 2019 – 2021 internally. Invited
employee nominations for the Inclusion & Diversity Council (chaired by the CEO).
• Embedded Shared Care parental practices supporting men as paid primary carers
(either full-time care or combined work/caring responsibilities).
• Continued focus on increasing the representation of women resulted in an increase of
53% in Manager roles (to 36%) and in Executive and General Manager roles (direct
reports to the CEO) to 67%.
• Introduced paid parental leave scheme with up to 12 weeks paid leave for the primary
carer and two weeks paid leave for a secondary carer, inclusive of superannuation.
• An additional “top up” superannuation contribution on the unpaid portion of parental
leave upon return to work.
• Completed and extended the Engaging Men program, bringing participants and members
of the D&I committee together to co-design implementation of personal commitments.
• Since 2016, increased women in senior leadership positions from 10.8% to 17.6%,
approaching three quarters of the 2020 target of 25%. (Women comprise 33% and
44% of the Australian Leadership Team and Board respectively).
• Successfully trialled a Career Relaunch Program in 2017 and rolled it out nationally in
2018 (10‐week paid flexible program for professionals who have taken a career break
of minimum two-years).
• As part of a newly embedded Sponsorship program, identified and supported future
female leaders in the business.
• Gender lens applied to all succession discussions between CEO and General Manager.
• Heightened conversation around the links between inclusion, mental health, flexibility
and better balance for both women and men through the delivery of meaningful
interventions such as Conscious Inclusion training – including recruitment of 100
Positive Mental Health Champions.
• Launched a ‘Public Holiday Swaps’ program for employees who may choose to swap
their statutory days for alternate days in line with their own cultural and personal
commitments.
• Celebrated a 10% increase (18-28%) of men accessing Jacobs’ parental leave
program, a key element in creating gender inclusive workplaces.
• Introduced women’s representation targets across the firm.
• Established Inclusive Culture policy and guidelines; Training underway with regard to:
Parental Leave, Family and Domestic Violence, Flexible Work, Sexual Harassment and
Engaging Men in D&I.
• Mapped workforce to identify hiring / succession gaps and opportunities and
developed targeted business training for future female leaders.
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 9• Completed first Attracting Women to STEM program (supporting young women
pursuing tertiary level STEM education).
• Supported and participated in the Girls in Property Program (300 girls from 13 public
schools exposed to women leaders in the industry, careers and university pathways).
• Finalised pathway to White Ribbon Accreditation.
• D&I committee published first ‘D&I’ Strategy and Plan organisation-wide.
• Increased percentage of female in total workforce to 33%.
• Sought feedback from cross section of staff prior to amending parental leave policy
and introducing ‘returnship’ (return to work) program.
• Achieved target of 30% female representation in Leadership Development and People
Management programs; exceeded target of 35% in one program.
• Designed, developed and implemented flexible working arrangements campaign.
Engagement survey results indicated most employees feel supported and satisfied
with respect to flexwork.
• Developed D&I promotional strategy and actively increased efforts to profile gender
diversity through videos, thought leadership pieces, media releases and promotion of
females at speaking events.
• Made positive progress toward the graduate target, increasing the female graduate
cohort from 27% to 30%. This is a result of significant recruitment efforts and an award-
winning graduate development program.
Improving the representation of women, and enabling their positive lived experience, is not something
we can do alone. It takes an industry approach to attract and empower women in engineering and
associated professions.
At Arup we are introducing Connect STEM. This program follows the lifecycle from school, to tertiary
or secondary education, into our industry, and then as a woman fulfils her career aspirations. Connect
STEM supports schools’ outreach, as well as overcoming career barriers. What is most inspiring is
Connect STEM was designed and is being led by industry role models who feel as strongly about
creating positive change as I do.
Peter Chamley
Chair, Australasia
Arup
In the last six months, we’ve reduced our adjusted gender pay gap at Cardno by 32% for women
paid in Australian dollars and by 47% for women paid in American dollars. I have made it my mission
as CEO to see our pay gap closed and to be transparent with our people about how we are tracking.
In my view, this is a critical measure of our true commitment to gender equality.
Ian Ball
Chief Executive Officer & Managing Director
Cardno
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 10Women's Representation in CA MCC Firms
Progress on women's representation as reported to the Workplace Gender Equality Agency (WGEA).
Table 2: Women's Representation (%)1
Key
Management Other Senior Other Non- Graduate All
Personnel Execs/GMP Managers Managers managers Intake workforce Board
AECOM 32 3 12 25 41 44 36 38
Arcadis 33 24 30 19 30 36 31 50
Arup 50 23 17 43 40 42 38 30
Aurecon 25 21 13 29 40 53 34 17
Calibre 17 18 16 24 23 25 22 0
Cardno 0 67 33 36 30 20 29 14
Douglas Partners 14 n/a 10 14 22 19 20 14
GHD 33 22 18 33 41 39 33 44
Jacobs 20 31 15 16 29 33 28 n/a
Northrop 0 0 0 18 29 21 26 25
Rider Levett
27 42 27 67 31 50 37 13
Bucknall*
SLR Consulting 10 n/a 0 55 36 n/a 33 0
SMEC 13 17 15 23 25 33 25 0
*With fewer than 100 employees, Rider Levett Bucknall is not a WGEA-reporting entity.
Balance achieved (40-60% women)2
Improved in last 12 months
Unchanged (less than 0.5 percentage decrease or increase) in last 12 months
Declined in last 12 months
First year reporting
1
A MCC aspires to achieve 40-60% female representation across all firm levels whilst
C
acknowledging the current limited pipeline of female engineering graduates (16-21%)
2
We are working collectively and across-sector to attract young women to STEM.
Our approach to flexible working helps us attract and retain a more diverse mix of top talent,
maximising the potential of our teams. I’m reassured we’re on the right path when I hear our people
share how our range of flexible working options are supporting them to achieve balance—like proud
dads who’ve been able to take ‘shared care’ paid parental leave, colleagues who work part time to
pursue extra study, or team members who take a FlexDay to spend time doing what they love most
(which for me, is mountain biking!).
Todd Battley
CEO Australia & New Zealand
AECOM
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 11QUALITATIVE MEASURES STATUS REPORT
Douglas
AECOM Arcadis Arup Aurecon Calibre Cardno GHD Jacobs Northrop RLB SMEC SLR
Partners
LEADERSHIP COMMITMENT AND COMMUNICATION
‘Diversity and Inclusion’ a
strategic priority1
Comprehensive Diversity
and Inclusion strategy2
Diversity Council/Ctte
Q2 2019 Q3 2020
with CEO representation3
CEO-led, firm-wide ‘D&I’ sessions4 Q3 2019 Q3 2019
Clear, consistent, regular
Q4 2019 Q3 2019 Q3 2019
messaging (Leadership Shadow)5
SUPPORTIVE POLICIES AND PROGRAMS
Targeted recruitment—all levels6 Q1 2020 Q1 2020 Q3 2019
Targeted Scholarship/ Mentorship
program for women in STEM Q4 2019 Q3 2019
(high school/ university)7
Unconscious Bias / Inclusive
Q1 2020 Q2 2020 Q4 2019
Leadership training8
STEM program support – school/
Q4 2019 Q2 2020 Q3 2019
community org9
Flexible Work Arrangements (FWA)10 Q4 2020
Primary/ Primary/ Primary/ Primary/
Non-gendered Parental Leave11 Secondary Secondary Q4 2019 Secondary Secondary
Carer leave Carer leave Carer leave Carer leave
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 12Douglas
AECOM Arcadis Arup Aurecon Calibre Cardno GHD Jacobs Northrop RLB SMEC SLR
Partners
Superannuation (paid during paid Paid during Paid during
Q4 2020 Q3 2020
and unpaid parental leave periods) paid leave paid leave
Q3-Q4
‘Returnship’ program12 Q1 2020 Q4 2019 Q1 2020 Q3 2019 Q4 2019
2019
Leadership Development program
Q4 2019 Q4 2020 Q2 2020
targets13
Sponsorship program14 Q3 2019 Q3 2019 Q1 2020 Q2 2020 Q1 2020 Q4 2019
Engaging Men program Q2–Q4
Q1 2020 Q2 2020 Q2 2020 Q2 2020 Q3 2019 Q3 2019
(or equivalent)15 2019
Sexual Harassment policy
Domestic Violence policy Q4 2019 Q4 2019 Q3 2019 Q4 2019
Pay Gap Audit16 Q4 2020
Gender Equal Public Face17 Q4 2019 Q3 2019 Q2 2020 Q4 2019 Q1 2020 Q2 2020
Signatory to UN ‘Women’s
Q3 2019 Q2 2020 Q4 2019
Empowerment Principles’
MEASUREMENT AND ACCOUNTABILITY
Targets in place across all levels
and business units18
Employee Engagement Survey or
Q1 2020 Q3 2020
equivalent19
Formal accountability measures
Q3 2019 Q1 2020
in place20
In place
In progress or scheduled
Yet to come
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 131 Diversity is part of the organisation’s overall strategic plan. 12 Mentorship support program provided to any employee
returning from an extended leave of any nature.
2 A comprehensive D&I policy is in place with initiatives
across all three critical success factors: Leadership 13 Formal Leadership Development program includes
commitment and communication; supportive policies proportional female representation e.g. 30% women
and programs; measurement and accountability. in middle management=+ or – 30% in leadership
development
3 Diversity Council, with leadership and cross-firm
representation, drives D&I strategy. 14 Sponsorship program is provided to female graduates of
firm’s Leadership Development program. The women are
4 Rationale (Business Case) for, and progress on D&I is
paired with senior executives who advocate on their behalf.
regularly shared at all levels of the organisation.
15 Engaging men program is offered to provide senior
5 A clear, consistent D&I message is regularly reported
leaders and middle managers the opportunity to deeply
through available internal and external channels
engage on the issue of gender diversity and co-create
(website, intranet, annual report, newsletter etc). See
gender inclusive cultures.
Leadership Shadow
16 Gender pay equity audit completed and actioned at
6 For all recruitment, from entry to senior level, females
least every two years.
represent a targeted percentage of candidates.
17 Test firm’s internal and external images/messaging for
7 Females constitute a targeted percentage of High
gender balance.
School and University Scholarship/Mentorship programs.
18 A target for female representation is in place across all
8 Inclusive Leadership/Unconscious Bias training is
levels and business units.
provided to leadership and hiring managers.
19 Employee Engagement survey including ‘D&I’ questions
9 Financial and/or employee volunteer support of community
completed, at a minimum, every two years. Measures
– or school-run programs attracting girls to STEM
male/female perceptions of progress; identifies gaps.
10 Flexible Work Arrangements are offered across all levels
20 F
ormal accountability measures are written into
of the organisation and role-modeled by leadership.
performance evaluations e.g. Key Performance
11 Non-gendered parental leave policy that encourages Indicators (KPI’s), or team evaluations. Result of
men and women to share caring responsibilities achieving or missing targets is determined by CEO.
It’s been rewarding and insightful engaging with our inclusion & diversity committee to help drive
change. The committee is a great example of the power inclusive and diverse groups bring to the
workplace. For example, we have now created a tailored business case for change that is inspiring,
meaningful to us and has a clear ROI. Our recent campaign efforts in relation to flexible working
practices and a specific diversity promotional strategy have had a positive impact in starting to shift
the gender imbalance. This was reflected in our female graduate cohort which increased to 30% this
year, and our engagement survey feedback. We still have more work to do and will continue to focus
our efforts on correcting the gender imbalance, because it’s the right thing to do for our people, our
business and our industry partners.
James Phillis
Chief Executive Officer
SMEC
I’m extremely proud that Calibre introduced paid parental leave across Australia and New Zealand,
announced on International Women’s Day. This demonstrates our support to all of our employees raising
families.
I’m equally proud that we have introduced five days of paid domestic and family violence leave to help
provide financial stability to those in need.
We will continue to make Calibre a more inclusive organisation and I look forward to witnessing where
this journey takes us in terms of growth and opportunity for all.
Peter Massey
Managing Director & Chief Executive Officer
Calibre
CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 14…I’m proud of our ongoing contributions to creating greater workplace diversity. This past year we completed our first Attracting Women to STEM program, participated in Girls in Property and continued our engagement with a number of industry diversity committees. Living my ‘leadership shadow’ has also had an enormous impact on our staff, most notably with regard to playing our part in addressing domestic violence. Our journey with White Ribbon continues and I look forward to being one of the first privately-owned professional firms to earn accreditation. Matthew Harris Managing Director Rider Levett Bucknall It’s really a team effort at Douglas Partners to make the change and really build towards a culture that embraces diversity and inclusion. I’m a middle aged, white, straight male. I’m from a comfortable middle-class background and I haven’t had the challenges that a lot of people in the workplace and community have. I haven’t been fighting bias and negative attitudes throughout my career. And I think, with that comes a real responsibility, in that, in my position, I think it would be remiss of me, and almost morally negligent of me not to have a crack and try and make a change for diversity and inclusion. Will Wright Chief Operating Officer Douglas Partners I am committed to continuing the great momentum we have achieved over previous years with inclusion being central to our strategy. I am delighted that over the last year we have achieved continued progress in relation to gender diversity through the establishment of a gender equality committee, a heightened focus on gender pay parity and extension of our STEM work with schools and universities. We have also committed to expand into wider inclusion areas to raise awareness and support other minority groups to ensure we are creating a truly inclusive workplace. Malcolm McDowall Chief Operating Officer, Australia Pacific Arcadis CONSULT AUSTRALIA Male Champions of Change Progress Report 2019 15
02 8252 6700 info@consultaustralia.com.au www.consultaustralia.com.au/malechampionsofchange
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